4 _291 2023 UNIVERSAL REGISTRATION DOCUMENT_MICHELIN 4 NON-FINANCIAL STATEMENT Non-Financial Statement 4.2 NON-FINANCIAL STATEMENT Non-Financial Statement disclosures, as stipulated in Articles L. 225-102-1(1) and R. 225-105 of the French Commercial Code, may be found in the sections listed in the table of concordance below (4.2.2). The business and value creation model is presented in Chapter 1. It is illustrated by a summary diagram entitled "Our Growth and Value Creation Model" and its components are described throughout the section. All of the other Statement disclosures have been included in the Sustainable Development and Mobility Report (4.1). 4.2.1 Identification of the main risks As part of its social responsibility commitment, the Group has plotted a materiality matrix. This exercise has helped to strengthen the robustness and relevance of the main identified issues and to enhance the Group’s overall risk management process (section 4.1 Sustainable Development Report/ Introduction – Michelin Sustainable Development/Materiality matrix). The concerns identified in the new matrix represent not only opportunities for Michelin to grow and develop its businesses, but also issues that could involve risks. For this reason, the materiality matrix is closely aligned with the risk map, according to the table of concordance below, with updates to one resulting in changes in the other. As such, the materiality matrix serves as the frame of reference in identifying the “main risks” that structure this Non-Financial Statement, even though these issues are not expressed negatively as risks. For example, the matrix speaks of “diversity” whereas the risk map is concerned with “discrimination.” Moreover, unlike the risk map, the materiality matrix also incorporates the perception of Michelin stakeholders. The method of identifying risks and the systems for managing them are described in Chapter 2, Risk Management. The main CSR risk families and the guidelines for managing them are indicated in the introduction to each section of the Sustainable Development and Mobility Report, according to the methodology for plotting the materiality matrix and the definitions of the Group’s risk factors. They have also been post-audited by the Internal Control Department. The risks mentioned in Chapter 4 are “operational” risks. Policies and due diligence procedures are presented in extensive detail following these introductions, in particular to express the Group’s sustainable development strategy quantitatively, qualitatively, transparently and in a manner comparable with reports from prior years. The performance indicators for each of the main risks are mostly derived from the six strategic objectives for 2030. Means indicators have also been defined for the main opportunities. For each of the main risks, an essential indicator has been highlighted in the Non-Financial Statement table of concordance and presented in the summary table of key CSR performance indicators(2). In the interests of transparency and materiality, however, other indicators have been presented alongside the deployed policies, depending on the issues addressed. (1) Information on (i) the impact that the Company’s business operations and the use of its products and services may have on climate change; (ii) the Company’s social commitments to supporting sustainable development and the circular economy, reducing food waste and combating food insecurity, respecting animal welfare and responsible, fair, sustainable food systems; (iii) the collective agreements signed in the Company and their impact on business performance and working conditions; (iv) initiatives to prevent discrimination and promote diversity; (v) measures taken in favor of the disabled; and (vi) the impact of the Company’s business on respect for human rights and the fight against corruption and tax evasion. (2) See section 4.1 Sustainable Development Report/Introduction.
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